kevin vyavahare_project report

A Study on the Time and Motion to improve the

Pack House Efficiency of

Camson Agri Venture Pvt. Ltd.

Kevin Vyavahare

Business Leadership Program

(2015-2016)

Under the Guidance of

Mrs. Bianka Ray Chaudhary

SCHOOL of INSPIRED LEADERSHIP

GURGAON

A study on the Time and Motion to Improve the Pack House Efficiency of Camson Agri Venture Pvt. Ltd.

Vyavahare, K (2015) 2

CERTIFICATE

This is to certify that Mr. Kevin Vyavahare has successfully completed the project titled “A

Study on Time and Motion to Improve the Pack House Efficiency of Camson Agri Venture Pvt.

Ltd. “in Camson Biotecchnologies Pvt Ltd. It is an independent research work done under my

supervision during August – September 2015. It is being submitted to the School of Inspired

Leadership in partial fulfillment for the award of the program completion Certificate.

Signature of Project Guide Signature of Faculty Guide

Designation Designation

Company Stamp Institute Stamp



Abstract

The purpose of this research is to study and improve the production and process capabilities of

an agri based company called Camson Agri Venture Pvt. Ltd. which is a subsidiary of its parent

company Camson Biotechnologies Pvt. Ltd. through identifying the process that involves

manpower as the main reason and state the time standard in order to achieve the objectives of

increasing packaging efficiency and setting standard protocol to achieve the same. In this project,

the research objectives were to identify problems in both fresh baby corn and frozen sweet corn

packaging process and to improve it in terms of employee efficiency, number of process and

production layout by proposing an efficient work process to the company. Researcher used

systematic observation; interviews, process chart and stopwatch time study as research

methodology. SPSS Software was also used as a tool for data testing and to understand various

relations to increase employee efficiency and the work process. The improvement of work

process was executed by eliminating and combining of work process, which reduces production

time, number of process and space utilization.

Keywords: Time and Motion Study, Ergonomics, Productivity, Employee Efficiency, Time

Standard, Process Flow



Acknowledgement

I would like to thank my Reporting Manager, Mr. Dilip Kumar, for his continuous support in

completion of my internship project. He was always there to listen and to give advice. He

showed me the right kind of approach towards the issue/topic and the need to be persistent to

accomplish those goals.

I would like to thank my Internal Mentor, Mrs. Bianka Ray Chaudhary. Without her assistance, it

would had been unlikely to put proper framework for my internship project, which was great

deal of information, so synthesizing was possible only because of her inputs.

Besides my Guide and Mentor, I would like to thank Mr Arun Kerur (Plant Manager), Mr.

Bharat Kakade (Quality Manager) and Mr. Manoj Wala (Maintenance Head) of Camson Agri

Venture Pvt. Ltd for supporting my research by providing me with the right kind of information,

valuable opinions and sharing their experiences. A special note of thank you goes to Mr.Ganesh

Patil (Baby Corn Processing Plant Head) for providing necessary data for the research as well as

for making changes in the processing line as and when required in order to carry out the

experiments and observation study.

I would also like to show my personal appreciation to all respondents/employees who managed

to take out their time and give me their valuable suggestions and inputs. I would like to thank the

entire administration team of Camson for providing me with additional Data and other necessary

documents for the research.

I would also like to thank my colleagues and seniors, who were always selfless and willing to

help and support me throughout the course of this Project.

Last but not the least, my Guardian, for reminding me that my research and the content should

always be useful and serve good purposes for all the students.



Table of Contents

CHAPTER 1.COMPANY OVERVIEW ...................................................................................................... 9

1.1 Camson Biotechnologies - Introduction ................................................................................................. 9

1.2 Camson Agri Venture Pvt. Ltd ........................................................................................................... 9

1.3 Key Strengths and Core Competencies ............................................................................................. 11

1.4 Product profile .................................................................................................................................. 12

1.2.1 Biocides ...................................................................................................................................... 12

1.2.2 Bio-Fertilizers ............................................................................................................................ 13

1.2.3 Hybrid Seed Varieties ................................................................................................................ 13

CHAPTER 2.INTRODUCTION ................................................................................................................ 14

2.1 Problem Formulation: ....................................................................................................................... 14

2.2 Research Objective ........................................................................................................................... 15

2.3 Variables ........................................................................................................................................... 16

2.4 Motion Study .................................................................................................................................... 16

2.5 Time Study ........................................................................................................................................ 17

2.6 Time and Motion Study and Productivity ......................................................................................... 17

2.7 Techniques of Motion and Time Study ............................................................................................. 18

2.8 Relationship and Utilization of Motion and Time Study .................................................................. 18

CHAPTER 3.RESEARCH METHODOLOGY ......................................................................................... 19

3.1 Research Framework /Methodology ................................................................................................. 19

3.2 Basic Procedure for Research ........................................................................................................... 19

3.3 Data Collection ................................................................................................................................. 20

3.4 Research Instrument for Data Collection .......................................................................................... 20

3.4.1 Systematic Observation.............................................................................................................. 20

3.4.2 Interview and Discussion ........................................................................................................... 21

3.4.3 Stopwatch Time Study ............................................................................................................... 21

3.4.4 Process Chart ............................................................................................................................. 21

3.5 Sampling method .............................................................................................................................. 21

3.5.1 Sample Size: ............................................................................................................................... 22

3.6 Data Analyze: .................................................................................................................................... 22

CHAPTER 4.DATA ANALYSIS AND OUTCOME ................................................................................ 23

4.1 Data Collection ................................................................................................................................. 23



4.2 Work Process Analysis through Observation and Stop Watch Time.................................................... 23

4.2.1 Work Process Operations ............................................................................................................... 24

4.2.2 Operation / Processing Department ............................................................................................... 25

4.2.3 Comparison of Actual (Standard) time and Current time for processing of fresh Baby Corn in

minutes for 15 kg: ................................................................................................................................... 28

4.2.4 Comparison of Actual (Standard) and Current time for processing of fresh Baby Corn in Hours

for 10000 kg: ........................................................................................................................................... 28

4.3 Observation Analysis for employees of De-husking section: ............................................................... 30

4.3.1 Reasons for time gap in de-husking process based on observation study: ..................................... 30

4. 4 Data Analysis and Interpretation through SPSS .................................................................................. 33

4.4.1 Reliability Analysis ........................................................................................................................ 33

4.4.2 Correlation and Hypothesis Testing ............................................................................................... 34

4.4.2.1 Correlation between Age of the Employee and their Productivity ......................................... 34

4.4.2.2 Correlation between Experience of Employees and their Productivity .................................. 34

4.4.2.3 Correlation between Distance travelled by Employees and Productivity ............................... 35

4.4.2.4 Correlation between level of Distraction and Productivity ..................................................... 36

4.4.2.5 Correlation to check impact of reporting late to work on Productivity................................... 37

4.4.3 Chi Square Analysis ....................................................................................................................... 38

4.4.3.1 Relation between Illumination and Productivity ..................................................................... 38

4.4.3.2 Relation to find influence of Music on Employees Productivity ............................................ 39

4.4.3.3 Relation to find influence of Team Members on Employees Productivity ............................. 40

4.5 Observation Study at Automated Frozen line of Sweet Corn Unit: ...................................................... 41

4.5.1 Researchers Observation Analysis: ................................................................................................ 42

4.5.2 Recommended Motion of Work Process for Frozen Sweet Corn line ........................................... 45

CHAPTER 5.RECOMMENDATION / DISCUSSION ............................................................................. 46

CHAPTER 6: LIMITATIONS.................................................................................................................... 50

CHAPTER 7: CONCLUSION.................................................................................................................... 51

8. BIBLIOGRAPHY ................................................................................................................................... 53

9. REFERENCING ..................................................................................................................................... 55

10. ANNEXURE......................................................................................................................................... 57

10.1 Questionnaire .................................................................................................................................. 57



LIST OF TABLES

Table 1 : Fresh Baby Corn Processing Flow Chart ……………………………………………24

Table 2 : The Number and Percentages of Each Process ………………………………………25

Table 3 : Comparison of the Average Time Per Entry ………………………………………...26

Table 4 : Total Current Process time for 10000 kg Raw Material …………………………......26

Table 5 : Total Standard Process time for 10000 kg Raw Material ……………………………27

Table 6 : Correlations between Age of the Employee and their Productivity ………………....34

Table 7 : Correlation between Experience of Employees and their Productivity …...…………35

Table 8 : Correlations between distance travelled by the employee and Productivity ………...35

Table 9 : Correlations between level of Distraction and Productivity ……………………........36

Table 10 : Chi-Square Test for Illumination and Productivity …………………………….......38

Table 11 : Chi-Square Test on Productivity and Music ……………………………………….39

Table 12 : Chi-Square Test on Team Members and Productivity …………………………......40

Table 13 : Frozen Sweet Corn Processing Flow Chart ………………………………………...41

Table 14: Correlations in productivity after changing places ………………………………….42



LIST OF FIGURES

Figure 1: Companies Shareholding Details ……………………………..…………………….11

Figure 2: Process Layout for Fresh Baby Corn ……………………………………………….23

Figure 3: Time taken for Processing of fresh baby corn in below process (15 kg) …………...27

Figure 4: Comparison of Actual (Standard) time and Current time for processing

of Fresh Baby Corn in minutes for 15 kg ……………………………………………………..28

Figure 5: Comparison of Actual (Standard) and Current time for 10 tons ……………………28

Figure 6: Dead Time / Non Value Added Activities for De-husking of Cobs ..………………29

Figure 7: Proposed Process Layout for Fresh Baby Corn …………………………………….33

Figure 8: Current Process flow diagram of Frozen Sweet Corn Section ……………………...40

Figure 9: Comparison between Current and Standard time for Stitching of

Sweet Corn Bags ………………………………………………………………………………42

Figure 10: Proposed Process flow diagram of Frozen Sweet Corn Section …………………..44

.



CHAPTER 1.COMPANY OVERVIEW

1.1 Camson Biotechnologies - Introduction

Camson Bio Technologies Limited is a leading integrated agricultural biotechnology company in

India. With a defined focus on research and development in biotechnology, Camson’s efforts are

aimed towards creating an innovative range of agricultural products for crop protection and yield

enhancement.

Founded in 1993, Camson went public with an initial public offering (IPO) in 1995. With a

continued focus on product development, Camson launched its first range of biocides (bio

pesticides) in 2001 and first hybrid seeds in 2003.

Camson combines traditional knowledge in agriculture with the latest advances in safety and

protection to market a wide range of products. These include hybrid seeds, bio-fertilizers and

biocides that are zero-residue and environment-friendly. Camson’s naturally-derived bio-

pesticides and bio-fertilizers maximize agricultural productivity and sustainability while

reducing the environmental impact.

1.2 Camson Agri Venture Pvt. Ltd

Camson Agri Ventures Private Limited (CAV) is India's first fully integrated provider of eco-

friendly agricultural solutions. CAV is a subsidiary of Camson Bio Technologies Limited, which

is a pioneering agricultural biotechnology company based out of Bengaluru, India. CAV believes

in delivering safe food at affordable prices to its consumers. The company thereby aims to

introduce the most reliable, efficient and sustainable practices in agriculture in order to achieve

the objective of a healthier tomorrow for consumers, society and the environment at large.



CAV offers solutions across the complete value chain of agri-business – rightfrom providing

eco-friendly agricultural inputs such as biocides, bio-fertilizers & hybrid seeds, offering

comprehensive farm management solutions, practicing Zero Residue Cultivation™, to Food

Processing, Distribution and Marketing of safe Zero Residue™ farm produce under Camson

Fresh & Safe™ to both domestic and international consumers.

CAV offers services across the complete agricultural value chain, i.e. from ''farm to fork''. It has

made a good beginning, with more than 1000 acres of farmland under management currently,

and more farmers are interested in availing of CAV''s services.

Camson Agri Ventures, offers a wide range of processes like sorting, grading, fresh packing,

hydro cooling, blast freeze, Individually Quick Freeze (IQF), pulps, &paste. It is well equipped

with cold chain logistics along with pre-cooling chambers & large cold storages. Agro products

like fresh baby corn, chillies, French beans as well as IQF (Individual quick freezing technology)

for frozen sweet corn, Jalapenos, Okras and Chili Cubes are processed in Maharashtra Plant. Its

major customer is Field Fresh which closely works with Delmonte and accounts for 80% of its

business in Fresh products. It currently caters to MNC’s in India and abroad that require

processed food. Going forward the company has plans to launch its own brand in the market. In

frozen segment, Mother dairy is the main procurer of frozen sweet corn, green peas and other

products.

Camson Agri Ventures has been able to influence over 2 lakh plus farmers towards Zero Residue

cultivation. This growing acceptance by the farming community is a testament to their strong

emphasis on creating products that are safe, economical and eco-friendly for farmers, farm

workers, consumers and the environment at large.

One of the major threat company faces is the risk from bad weather. The type of crop that can be

grown is affected by changes in temperatures and the length of the growing season. Climate

changes also modify the availability of water for production.



1.3 Key Strengths and Core Competencies

Figure 1: Companies Shareholding Details



1.4 Product profile

Camsons products are mainly categorized depending on their usage. They are categorized into

three segments i.e. Biocides, Bio-Fertilizers and Hybrid Seeds.

1.2.1 Biocides

Camson’s Biocides deliver valuable crop protection and help farmers to produce high quality

crops. Our zero-residue Biocides enable farmers to access higher-value markets by meeting

stringent requirements on pesticide residue levels.

Camson’s Biocides add value throughout the food value chain. They contribute to sustainable

agriculture, reduce the environmental impact, help farmers produce quality yields for the food

industry, and reassure consumers that their food is safe.

Biocides: 15 variants

Bio-fungicides (6 variants)

Bio-insecticides (9 variants)

Camson has an in-house library of selected and characterized microbes (3700) which have been

found to be very effective in controlling various pests and pathogens through their secondary

metabolites. This gives Camson a leading edge in innovating/ formulating effective biocides for

control of various diseases in the future.



1.2.2 Bio-Fertilizers

Camson’s Bio-fertilizers are designed to make farmer’s operations more efficient by bolstering

plant growth and production. Their bio-fertilizers products play a vital role in improving farm

productivity by augmenting soil fertility and reducing the cost of cultivation.

Camson’s Bio-fertilizers promote plant growth and improve disease resistance, both of which are

critical to maximize yield potential. Ultimately, this helps maximize farmers’ return on

investment. Camson’s range of natural growth stimulants helps increase the performance of

plants without endangering their health with excessive amounts of fertilizers. This means

stronger and healthier plants that are capable of increased fruit production.

Bio-fertilizers: 12 variants

Plant stimulants (6 variants)

Fertilizers (6 variants)

Camson’s bio-fertilizers are well known for their effective mobilization of nutrients to plants. On

appropriate use, they are known to reduce the need to use chemical fertilizers by restoring the

soils natural nutrient cycle and enhancing the soil conditions.

1.2.3 Hybrid Seed Varieties

Camson has developed a comprehensive portfolio of hybrid seeds to bring incremental value to farmer’s

yields and contribute significantly to food security measures.

Through seed-based innovation, they have developed hybrid seed varieties that perform well

under organic and natural conditions, which mean that their seeds are tolerant to drought, pest

attacks and stress. The seeds also have a long shelf life and utilize natural conditions to provide

higher yields and better margins to the farmer. Hybrid Seeds: 11 types, 49 hybrids

Camson has a proven track record of hybrid vegetable seeds with a complete range of over 49

varieties. Camson’s on-going research has a pipeline of an additional 70 more varieties.



CHAPTER 2.INTRODUCTION

2.1 Problem Formulation:

Camson Agri Products Ltd, a subsidiary company of Camson Biotechnology Ltd. have noticed

that in the Fresh Baby Corn Processing Plant section, the overall productivity of its employees is

uneven and not up to the mark. Since it is a processing plant, although productivity depends on

skills, abilities of a person, company felt that a thorough observation study should be carried out

of the entire process as well as to observe individual employee, to analyze their performance and

compare the same to others, so that company will be able to identify best followed practice to

enhance overall efficiency as well as increased individual productivity, taking product safety &

quality into account.

Also company wants to understand the frozen section of sweet corn processing plant based on

IQF technology, being 90 percent automated, whether it requires further changes to improve its

process.

The measurement of the product, process or service successful would be known through the time

study and time standard by work sampling, observation and workers complaint. It shows that

time is the most important thing in determining company’s performance and develop the

operation level of the company. Time is defined as a component that used in measurement

system to arrange events, compare duration time of an event and measure the motion of work

element. Time is the huge thing in religion, philosophy and science, but it is define in a situation

without controversy, that could be avoid consistently because it suits all kind of field.

Total cycle time is means of the combine effect of cycle time in all business processes from the

time needed until reach satisfaction. In short, the total cycle time is defined comprehensively. It

include all business process cycle time, and it focus on a single process. This study is executed in

an Agri based company in Maharashtra which is one of the Fresh and frozen Vegetable

processing factory. This factory has various main processes that involve motion that influence

operation time. Time and motion study impact the whole production rate of the company. Time

and motion study is a method in order to determine the actual time needed to complete the task.



Time and motion study is the important aspect in business to determine the production rate.

Another factor’s that effect the production rate is raw material, operation cost, work force and

others. All this factors will effect differently to each other. Even though, time is the most

influence element this rate. Whether the motion time or the production rate, this element is taken

care in any transaction in a company.

In this study, the company is handling down the Raw material processing, grading and packaging

process. It involves 90 % manpower and 10 % Machine for the Fresh Baby Corn Processing

Plant. In this process, manpower has no time standard stated because as we know, manpower

process will be influence by many factors. When there is no time standard, any task could be

finished out of planned. In this study, the process involved manpower in packaging process is

determined and studied. While, a time standard is determined to know the time needed the

process could be finished. In business, both of these elements are important to execute the

maximum profitable production rate. Hence, with the application of Time and Motion Study, the

changes and improvement could be seen especially in terms of human efficiency, cost and

production matter.

For frozen line of sweet corn, observation was carried out for the processes in which employees

were involved in order to improve the process line.

2.2 Research Objective

Camosn Agri Ventures currently caters to MNC’s in India and abroad that require processed

food. Its major customer is Field Fresh, which accounts for 80% of its business in Fresh Baby

Corn through Export. The key to the success of fresh Baby corn produce in the export &

domestic market is the post-harvest management that has resulted in the company's products

being sought by the international retailers. Since it’s a fresh produce, Company have invested

heavily in setting up a state-of-the-art pack-house with hydro-coolers to ensure that the product is

maintained at the right temperature to retain the quality.

As there is increasing demand for fresh Baby Corn produce in export market, company wants to

increase its inventory/ process turnover, so that the end consumer receives the produce in as little



time as possible. Thus company wants to carry out a detailed analysis of its employees in order

to find out how efficiently they are making use of the process so that less time is required on

processing the produce as well as to study the process layout itself, to figure out better standards

for implementation to improve the productivity thus improving the revenue of the company.

Currently company is able to use their manpower maximum potential of approximately 60%,

which needs to be improved in the coming months.

In this project we are trying to find out what are the current factors that are affecting employees’

efficiency in terms of process layout and psychological as well as physical factors and then how

to change those factors for better productivity.

There are several factors that may hinder their performance say for example it could be age or

experience etc.

2.3 Variables

2.4 Motion Study

The motion study aspect consists of a wide variety of procedures for the description, systematic

analysis, and improvement of work methods considering the raw materials, the design of the

outputs, the process or order work, the tolls, workplace and equipment for each step in the

process and the human activity used to perform each step.

Independent variables

Age

Experience

Family Background

Illumination

Travelling Distance

Level of Distraction

Impact of Music

Impact of Team

Members

Reporting Time

Dependant variable

Efficiency of Employees



Simplification is most effective method to reduce cost, that saving would be smaller compare to

elimination or combining but still can be simplified.

According to Ralpha M. Barnes (2001) the “best way” of performing a given task included the

elimination of all useless motions and the reduction of those remaining motions.

2.5 Time Study

Generally, time study is used to measure work. It is basically the period in which a person in

accordance with a job or task and fully trained to use specific method, will perform this task

whether the worker is average or expert. This is called the time standard for operation. Aligning

the expert for a work may be made through several methods, where each Method is used only in

accordance with some specific circumstances.

Time study is carried out using stopwatch, 'Predetermined Motion Time System or Synthetic

Time System', and 'Work or Activity Sampling". However, in this study, only the time study

would be carried out using Stopwatch for the time measurement. Standardization is the main

objective to be achieved through time study. Generally organizations that operate without expert

time tend to achieve 60% than the normal organization of achievement. These statistics may be

proved by the work sampling operation. Through setting standards, performance can be

improved to average 85%. This is a 42% increase in performance, Fred E. Mayers (1992).

2.6 Time and Motion Study and Productivity

Time and Motion Study have the objective to eliminate work that is not required, the design

method and the most effective procedure, which requires little effort, and in accordance with the

individuals who use them.

Moreover, it provides a method to measure job performance or to determine the index production

index for the individual or group work, each section, or entire factory.



2.7 Techniques of Motion and Time Study

Motion study has the greatest potential for savings. We can by eliminating the task or combining

the task with some task. We can rearrange the elements of work to reduce the work content and

we can simplify the operation by moving part. Thus, among the techniques for motion study are:

Process charts, Flow diagrams, Operation charts and Flow process charts.

The techniques of time study start with the last motion technique and it shows the close

relationship between motion study and time study. The techniques of time study are: Stopwatch

time study, Expert opinion standards, Pre-determined time standards and Work sampling time

standards.

2.8 Relationship and Utilization of Motion and Time Study

Motion and time study helps management determine how much is produced by workers in a

specific period of time, therefore making it easier to predict work schedules and output. Motion

and Time Study is a scientific method designed by two different people for the same purpose, to

increase productivity and reduce time. The two methods evaluate work and try to find ways to

improve processes. Frank B. Gilbreth invented motion study designed to determine the best way

to complete a job. Frederick W. Taylor designed Time Study; it measures how long it takes a

worker to complete a task. Time and Motion Study has become a necessary tool for businesses to

be successful today. Time and Motion Study is very important in production control.



CHAPTER 3.RESEARCH METHODOLOGY

This chapter will discuss methods used in research studies to obtain results. The data obtained

will be collected and analyzed according to the proper specifications and appropriate. Among the

important aspects to be considered here is the framework of research, study design, data

collection methods, research instruments and measurement tools for analyzing research data.

3.1 Research Framework /Methodology

This study is divided into three parts or stages of which the first stage consist of data collection,

data analysis, the second stage and third stage is the study results. There are several methods

used to achieve the research objectives. On the basis of literature review, observation and data

collection was carried out in order to review the data used in the analysis. Based on data

collection and analysis, any problems and things in the work process that are not productive can

be identified. Then, results from the test data will be determined whether these results can be

used or not and if there is any incomplete data, the data collection will be carried out again until

it meets the objectives requirement. After completion of analysis of data, recommendations and

opinions will be submitted to the company.

3.2 Basic Procedure for Research

There are four steps to complete this study. There are given below according to their sequences:

Select: Select the process or job to be studied.

Record: Observe and record all the relevant facts related to the work process.

Examine: Examine each recorded fact critically

Develop: Develop the most efficient work process.



3.3 Data Collection

Data and information collected is shaped through primary data and secondary data. Primary data

refers to data obtained from the results of the observations carried out in the study.

While secondary data were obtained through reading printed materials such as research journals,

reference books related to the research subject, all previous research findings and articles needed

to ensure the accuracy of the information, to enhance interpretation and understanding, and to

produce high quality research. Information from Internet sources were also utilized in the best

possible in order to conduct this study.

3.4 Research Instrument for Data Collection

In this study, four types of survey instruments will be used to obtain data and information from

the respondents through Systematic Observation, Interviews and Discussion, Stopwatch Time

Study and Process Chart. Before Implementing this techniques, observation and recording needs

to be made based on the work involved from the start until processing output. Meanwhile,

researchers should concentrate on recording any events associated with non-oral studies in

special form. Also, discussions and meetings need to be conducted with all managers involved

in operations to understand the structure of each system, work organization and operating

characteristics of the company in detail.

3.4.1 Systematic Observation

In this study, researcher needs to carry out systematic observations to observe overall work

process in the processing plant of both Fresh baby corn and frozen sweet corn plant. After which

the selection will be made and carried out for the process that needs to be reviewed. Based on the

observation, it is necessary to record everything that happens in every process from start until

end of work processes.



3.4.2 Interview and Discussion

Interviews will be conducted via two methods i.e. face to face and through telephonic

conversations. In this method, information about the work or movement involving humans will

be identified. This list is based on the work involved in the process that has registered the

company.

3.4.3 Stopwatch Time Study

Study time using the stopwatch is measuring work to determine the baseline for future

improvements. This method requires direct observation using a stopwatch and should be used to

analyze a specific process with qualified workers in an effort to identify the most efficient ways

in terms of time. There are various types of stopwatches that can be used which include

snapback, continuous, digital and computer. The time was measured using digital stopwatch in

this study because it is easier and faster in recording and providing accurate data. This allows

time for each element inserted directly into the form without counting study time.

3.4.4 Process Chart

Process chart is used to show facts as handling, inspection, operations, storage and delays that

occur in the work process, where it was happened when the process moves from one process to

another process until it finished. Each fact can be represented by symbols, where it is used to

describe the process steps.

3.5 Sampling method

Based on last two months employees raw material processing data, 20 potential employees

would be considered to get their data on daily average output after which six top performers and

six bottom performers will be separated, through stratified proportionate sampling method.



3.5.1 Sample Size:

Homogeneity of population is high so sample size we are considering is around 12.

Confidence level taken as 95%, so level of significance is 5%.

|e|=Z. (σ/√n) where e is tolerated error

3.6 Data Analyze:

After data collection is carried out, the next step is analyzing the data carefully for each work

process. Analyzing data is based on observations and interviews, and all the data involves work

that has been recorded. Experiments will be carried out on all the facts and the data will be

recorded and interpretations will be obtained through use of SPSS Statistics Software. Though

major recommendations would be on the basis of researchers first hand observational and stop

watch studies.



CHAPTER 4.DATA ANALYSIS AND OUTCOME

In completion of this research and to achieve each objective, it is important to analyze the data.

The main thing that is focused in this chapter is to identify the result of researcher’s findings to

achieve the objectives of the study conducted. There are several ways to analyze data using

software such as SPSS, Microsoft Excel or Minitab software. However, in this research study,

SPSS was used to achieve the objectives of analyzing the data, apart from observational and time

watch study.

4.1 Data Collection

Data collection is intended to determine the data needed to develop process design. The data

collected describe how the operations process, when, where and how each job is executed. Data

was collected as much as possible within a period of a month based on systematic observation,

interaction with employee and feedback and through process flow charts.

4.2 Work Process Analysis through Observation and Stop Watch Time

Based on the observation studies made of following process layout (Fig. 1) for fresh baby corn

systematic area, we can know that there are nine key processes in the processing of fresh baby

corn ready package containing 500gms and 150gms. Below figure.2 describes the Current layout

of the fresh baby corn process.

Figure 2: Current Process layout for Fresh Baby Corn



The description of each work process and sub process are specified in the below mentioned

Table 1. The process begin with workers unloading the raw materials came in sacks at the

receiving area and then go through various processing to get the finished product (packet of fresh

baby corn) ready to be dispatched.

Table 1: Fresh Baby Corn Processing Flow Chart

1 Field/Farm Selection

2 Contract Agreement

3 Harvest Plan – Quality Inputs – POP Compliance

4 Harvesting of Baby Corn

5 Arrival of Raw Material at Pack House

6 QA Check (Sampling & acceptance procedure)

7 Weighing of RM

8 Pre-cooling or Slitting

9 De-husking of Cobs

10 Sorting and Grading

11 Trimming of Cobs

12 Filling in Trays

13 Weighing

14 Primary Packaging (cling film)

15 Metal Detector

16 Final QA

17 Cold Storage

18 Secondary Packaging

19 Dispatch of Finished Goods

4.2.1 Work Process Operations

Overall there are as many as twenty eight processes and each process can be summarized into

one of the processes - operation, transport, inspection, delay or storages. Below mentioned

Table2. shows the numbers and percentages of each process. Numbers of operation in

processing of fresh baby corn is twelve processes or 63% from the entire processes. Among the

operations process are slitting, de-husking, grading, filling, and packaging. While, transport

process consist of seven processes or 36% from the entire processes that involve transportation

of raw material from one process to another processes, such as transport of the raw material from

slitting to de-husking stations to grading and packaging unit.



Table2. The Numbers and Percentages of Each Process for Fresh Baby Corn

Table 2: The Number and Percentages of Each Process

Process Symbol of process chart Number of process

percentage of

entire process

Operation

12 43

Transport

7 25

Inspection

4 14

Delay

3 11

Storages

2 7

Besides that, this process also include four part of inspection, out of which three is performed

through the Physical process involving employees i.e. at the arrival of raw material, then while

grading /sorting and after primary packaging operations. One part of inspection is carried

through metal detection. This process does not have any delays because it is a continuous

process. These analyses are important for future improvement because it can be as a baseline in

developing the new work process.

4.2.2 Operation / Processing Department

It is the functional area responsible for turning inputs into finished outputs through a series of

production processes. There are total of approximately 62 employees (on an average) in the

processing department and they process 10 tons of Fresh Baby corn into 1200 kg of finished

goods.

Each packed tray contains 150 gms of Fresh Baby corn i.e. 8000 trays of Fresh baby corn or

500gms of 2400 packed trays.



In processing/operation section, the processing time was analyzed and was recorded for major

processes during collecting data as shown in the below Table No.3.

Table 3 : Comparison of the Average Time Per Entry

Process (15 kg) Current Time Standard Time

Slitting (minutes) 2.58 2.42

De-husking (minutes) 22 17

Packaging (minutes) 6.1 6.1

The purpose is to study the required time in order to accomplish the whole process, from the start

until it finish. The data was taken by using stopwatch time study and recorded in the Process

Chart form. The data collected in the previous stage are required for the future improvements.

From the observation, we can detect that the work must be carried out smoothly based on its

process and production layout for making work more efficient.

Based on observation study, the whole process takes 9.15 hours to process 10 tons of raw

material, whereas as per data collected, it should not take more than 8.13 hours for processing

the 10 tons raw material, which indicates that process is lacking in producing their products

efficiently, see Table no. 4 and 5 respectively.

Table 4 : Total Current Process time for 10000 kg Raw Material

Raw

Material

Current time for

15 kg

Raw

Material

Avg. No of

employees No of

hours

Slitting 15 2.58 10000 7 4.1*

De-Husking ( 40 Females) 15 22 10000 40 6.1*

Packaging (Team of 15)

Continuous Process 15 6.1 1200 15 8.13*

(*Note: excluding lunch break of one hour)

On the basis of above data, total current process time for 10 tons were able to be identified, as

shown in Table4, wherein slitting takes on an average 4.1 hours, while de-husking took around

6.1 hours for processing of 10 ton raw material excluding lunch break of one hour.

And finally before storage, packaging team took on an average 8.13 hours for packaging of 1200

kg ( 12% of total RM) to get the finished goods.



On the basis of below data, total standard process time for 10 tons were able to be identified, as

shown in Table5, wherein slitting takes on an average 3.8 hours, while de-husking took around

4.7 hours for processing of 10 ton raw material and packaging team took on an average 8.13

hours for packaging of 1200 kg (12% of total RM) to get the finished goods.

Table 5 : Total Standard Process time for 10000 kg Raw Material

Raw

Material

Current time

for 15 kg

Raw

Material

Avg. No of

employees No of

hours

Slitting 15 2.42 10000 7 3.84*

De-Husking (40 Females) 15 17 10000 40 4.72*

Packaging (Team of 15)

Continuous Process 15 6.1 1200 15 8.13*

(*Note: excluding lunch break of one hour)

Thus, these analyses are important in order to identify improvement opportunities in the

production department. From the delay in 1.02 hour, the processes can be improved by adopting

standard time at the production layout.

The below histogram explains the required time in minutes to complete each process of

operations in which de-husking activity takes longest time from the overall process.

De-husking activities takes a long time in operation because it includes peeling of cobs

manually, mixture where the total time is 22 minutes. While, slitting activity takes a few

0

5

10

15

20

25

Slitting (minutes) Dehusking(minutes)

packaging (minutes)

Figure 3: Time taken for Processing of fresh baby corn in below process (15 kg)

Current time



minutes in processing of fresh baby corn, the time is 2.58 for slitting of 15 kg raw material and

packaging takes 6.01 minutes to package the fresh baby corn in trays.

4.2.3 Comparison of Actual (Standard) time and Current time for processing of

fresh Baby Corn in minutes for 15 kg:

Figure 5: Comparison of Actual (Standard) time and Current time for 15 kg

4.2.4 Comparison of Actual (Standard) and Current time for processing of fresh

Baby Corn in Hours for 10000 kg:

Figure 5: Comparison of Actual (Standard) and Current time for 10 tons

2.58

22

6.1

2.42

17

6.1

0

5

10

15

20

25

Slitting De-husking Packaging

Current time

Standard (Actual Time)

4.1

6.1

8.1

3.8

4.7

8.1

Slitting De-husking Packaging

Current time Standard (Actual Time)



Form the above comparisons, it very much clear that there is a gap or time lag of 5 minutes for

the de-husking process, whereas the slitting process has a difference of 16seconds between

current and standard time and there is no deviation in the packaging process.

Thus it is very much indicative to focus on the de-husking process and so a detailed observatory

study was carried out to find out various variables and factors to understand this time gap. In

terms of hours, the gap widens to more than one hour for the de-husking process.

Figure 6: Dead Time / Non Value Added Activities for De-husking of Cobs

The above histogram clearly indicates that out of total standard or current time required for de-

husking of cobs, approximately 2.2 minutes is basically a dead time or Non value added activity

i.e. on an average each employee after certain period carries his output to the weighing station

for recording at least 9 to 10 times in a day. This means that on an average 20 -25 minutes are

wasted by each employee in getting the output weighed.

0

5

10

15

20

25

Total Dehuskingtime of Cob

Time Taken forDe-husking

Dead Time

Current time

Standard Time



4.3 Observation Analysis for employees of De-husking section:

4.3.1 Reasons for time gap in de-husking process based on observation study:

Age and experience were one of the main factors considered for the study and it was observed

that employees varied in ages as well in experiences as much as from 22 yrs to above 50 years

whereas 1 year to 8 years of experience.

Detailed observation was carried out for de-husking process of this employees and it was

observed that more or less most of the samples were able to de-husk the cob in 4-5 moves

(one or two samples in 4 moves), while few of the laggards (bottom performers) were

able to complete it in 5 to 6 moves or even 7. But overall it was more of the speed with

which top performers were able to do the task, which created the difference in their

productivity and bottom performers.

In terms of speed, researcher tried to observe the differences, and it was noticed 90% of

the top performers were located in the second line of the work stations. They also had

their back towards the door entrance and thus were less distracted. Most of the top

performers had a good work flow motion, synchronized hand-eye coordination and were

really quick in de-husking the cob in a pre-defined / standardized manner as well as in

managing their space efficiently.

Except few of the employees above 40 years, had no problem in terms of health. Though

many had complaints regarding pain in legs and knees because of standing for long

hours, but then it may not be considered as a major hindrance in their productivity

because most of the employees were used this process and were of the opinion that if

altered ( say like provision of chairs) would actually reduce their efficiency and

productivity.

As mentioned by the researchers guide to investigate into employees family background

and the distance travelled by them, has any effect on its productivity. Through data

analysis, it was observed that top performing employees had a stable income as both

husband and wife used to earn and one more peculiar thing which was observed was that



these employees stayed in the vicinity of below 5-6 km radius whereas employees who

didn’t perform well had a very low household income and used to travel on an average of

16 km.

On recommendation of the guide, researcher also did an observation of plant facility and

mainly illumination intensity at the processing plant. Since lux meter (tool used to

measure intensity of light falling on surface) was not available at the plant, researcher did

an observational study to check any relation between employees’ productivity and

illumination (could be found through SPSS). It was observed that except one employee

who performed well of the sample size, all the employees who performed well had good

exposure to light.

Apart employees mode of process, process lay out was analyzed and it was observed that

transportation of raw material after slitting process from the cold storage unit to the de-

husking stations created time lag because there was uneven floor rise which resulted in

extra time in actually lifting each crate of 18 kg manually from the floor to the de-

husking stations.

Thus researcher felt that if an even slope is constructed from the cold storage section till

the de-husking section. This increase efficiency of manpower as well as reduce time

because the entire unit of 48 crates at a time could be brought very close to the de-

husking stations and thus researched proposed new layout as mentioned below.



Figure 7: Proposed Process Layout for Fresh Baby Corn

This same approach can be applied at the packaging end, because even their after

packaging the finished goods, employees manually lift the crates from the elevated floor

to the common floor and then drag it to the cold storage area to dispatch



4. 4 Data Analysis and Interpretation through SPSS

Statistical software (SPSS) was used for determining the correlations between the independent

variable and dependent variables as well as the correlation between dependent variables.

Statistical techniques like Reliability and Correlation Analysis and Chi Square Analysis have

been employed to study the primary data gathered. Interpretation was done after gathering the

results by running statistical technique on the data.

4.4.1 Reliability Analysis

According to Tavakol and Dennick (2011), reliability is fairly concerned with an instrument’s

ability to measure consistently. Lee Cronbach developed Alpha (α) in order to provide a measure

of internal consistency of a particular scale, basically for the evaluation of the questionnaires.

The reliability coefficient of Cronbach’s alpha varies from 0 to 1, where the consistency of the

items would be higher if the Cronbach’s alpha coefficient is closer to 1.0. Cronbach’s alpha is

the most widely used measure of reliability when multiple-item measures are used and thus was.

used for this research. Internal consistency refers to the inter-relatedness of the items in the scale.

As a rule of thumb, a reliability of 0.70 or higher is acceptable, thus Cronbach’s alpha should be

equal or greater than this standard.

SPSS tool was used to test the reliability of the questionnaire used for this research paper. It was

observed that the individual Cronbach’s alpha comes out to be greater than 0.7 that validates the

dependability of the questionnaire, as shown in the below reliability table. It can be seen that

individual Cronbach’s alpha for the construct is greater than 0.7

Case Processing Summary

N %

Cases

Valid 12 100.0

Excludeda 0 .0

Total 12 100.0

a. Listwise deletion based on all variables in the procedure.



Reliability Statistics

Cronbach's Alpha N of Items

.740 2

4.4.2 Correlation and Hypothesis Testing

4.4.2.1 Correlation between Age of the Employee and their Productivity

H0: There is no relation between age of the employees and their productivity.

H1: There is relation between age of the employees and their productivity.

Table 6: Correlations between Age of the Employee and their Productivity

Age Productivity

Age

Pearson Correlation 1 -.658*

Sig. (2-tailed) .020

N 12 12

Productivity

Pearson Correlation -.658* 1


N 12 12

*. Correlation is significant at the 0.05 level (2-tailed).

Since p value (Sig. 2 tailed) is 0.020, which is less than 0.05 (Level of Significance) and thus lies

in the rejection zone, researcher rejects H0 and accept H1. This means that there is strong

relationship between age of the employee and their productivity. The Pearson correlation is -

0.658, which has a negative relation between the two variables that means higher the age, lower

would be the productivity.

4.4.2.2 Correlation between Experience of Employees and their Productivity

H0: There is no relation between experience of the employees and their productivity.

H1: There is relation between experience of the employees and their productivity.



Table 7:Correlation between Experience of Employees and their Productivity

Experience Productivity

Experience

Pearson Correlation 1 -.035


N 12 12

Productivity

Pearson Correlation -.035 1


N 12 12

*. Correlation is significant at the 0.05 level (2-tailed).

Researcher reject H1, since p value (Sig. 2 tailed) is 0.914, which is greater than 0.05 (L.O.S) and

thus it lies in the acceptance zone. Therefore, this shows that the relationship between experience

of the employees and their productivity is not significant as shown in the above Table.

4.4.2.3 Correlation between Distance travelled by Employees and Productivity

H0: There is no relation by the distance travelled by the employee on their Productivity.

H1: There is relation by the distance travelled by the employee on their Productivity.

Table 8: Correlations between distance travelled by the employee and Productivity

Productivity Distance travelled

(km)

Productivity

Pearson Correlation 1 -.944**


N 12 12

Distance travelled (km)

Pearson Correlation -.944** 1


N 12 12

**. Correlation is significant at the 0.01 level (2-tailed).

Researcher accepts H1 since p value (Sig. 2 tailed) is 0.000 that is way lower than the benchmark

of 0.05 (Level of Significance). Therefore, this shows that there is relation between the distance

travelled by the employee and their Productivity. Also, the Pearson correlation is -0.944 that



shows a negative relation between the two variables, which means that if travelled distance

increases, the productivity falls. This also implies that the relationship is highly significant and

can be extended for the population.

This very well confirms with researchers analysis. It confirms that employees who travel or stay

far tend to report late to work and thus lag behind in productivity, whereas employees who stay

closer to the processing plant tend to come early and thus take a lead of approximately around 7 -

8 kg comparing to the employees who are staying far away.

4.4.2.4 Correlation between level of Distraction and Productivity

H0: There is no direct relation to the productivity of an employee by the level of distractions.

H1: There is direct relation to the productivity of an employee by the level of distractions.

Table 9: Correlations between level of Distraction and Productivity

Productivity Level of Distraction

Productivity



N 12 12

Level of Distraction



N 12 12



of 0.05 (Level of Significance). Therefore, this shows that there is relationship between the

productivity of an employee and the level of distractions at the plant facility. The Pearson

correlation is -0.827, which shows negative relation between the variables i.e. higher the level of

distraction, lower would be the productivity.

This very well confirms with researchers analysis. It confirms that employees (bottom

performers) who were standing on the first working station facing the entrance were more

distracted than the employees (top performers) who were standing on the second working station

not facing the entrance. Due to which employees nearer to the door were having less productivity

and more distracted compared to those far from the entrance.



4.4.2.5 Correlation to check impact of reporting late to work on Productivity

H0: There is no direct relation on productivity by reporting late to work.

H1: There is direct relation on productivity by reporting late to work.

Correlations

Productivity Impact of

Reporting time

Productivity



N 12 12

Impact of Reporting time



N 12 12


Researcher accepts H1 since p value (Sig. 2 tailed) is 0.004 which is lower than the benchmark of

0.05 (Level of Significance). Therefore, this shows that there is a negative relation on

productivity by reporting late to work, i.e. lesser productivity when there is increase in reporting

late to work. This also implies that the relationship is highly significant and can be extended for

the population.

The researcher validates the data which also matches with the hypothesis relation found between

distance travelled and productivity, which mentions that higher the travelling distances, reporting

time to work would get delayed.



4.4.3 Chi Square Analysis

4.4.3.1 Relation between Illumination and Productivity

H0: There is no direct relation between the productivity of an employee and the illumination at

the plant.

H1: There is direct relation between the productivity of an employee and the illumination at the

plant.

Productivity * Illumination

Cross tabulation

Count

Illumination Total

Good Poor

Productivity

40 – 49 2 1 3

30 -39 2 1 3

20 – 29 0 5 5

10 – 19 0 1 1

Total 4 8 12

Table 10: Chi-Square Test for Illumination and Productivity

Value Df Asymp. Sig. (2-sided)

Pearson Chi-Square 6.000a 3 .112

Likelihood Ratio 7.638 3 .054

Linear-by-Linear Association 4.297 1 .038

N of Valid Cases 12

a. 8 cells (100.0%) have expected count less than 5. The minimum expected count is .33.

Since the Pearson Chi-Square significance value (p value) is 0.112, which is greater than 0.05

(level of significance), researcher accepts H0. That is, there is no relation between productivity

and illumination.



4.4.3.2 Relation to find influence of Music on Employees Productivity

H0: There is no positive influence of music on the productivity of employees

H1: There is a positive influence of music on the productivity of employees

Productivity * Effect of Music

Cross tabulation

Count

Impact of Music Total

Yes May be No

Productivity

40 – 49 0 1 2 3

30 -39 1 2 0 3

20 – 29 5 0 0 5

10 – 19 0 1 0 1

Total 6 4 2 12

Table 11: Chi-Square Test on Productivity and Music

Value df Asymp. Sig. (2-sided)



Linear-by-Linear Association 4.967 1 .026

N of Valid Cases 12


Researcher accepts H1 since p value is 0.023 that is way lower than the benchmark of 0.05

(Level of Significance). Therefore, this shows that music has positive relation and thus influence

the productivity of employees at the plant facility.

The result also confirms with researchers observational analysis. According to which, employees

were of the opinion that playing music at the plant actually makes them concentrate on the work

and prevents them from getting distracted / worry about family issues or talking to the group

members.



4.4.3.3 Relation to find influence of Team Members on Employees Productivity

H0: There is no positive influence / relation of team members on the productivity of employees

H1: There is a positive influence / relation of team members on the productivity of employees

Productivity * Impact of Team Members

Cross tabulation

Count

Impact of Team Members Total

Yes May be No

Productivity

40 – 49 2 1 0 3

30 -39 0 2 1 3

20 – 29 2 2 1 5

10 – 19 0 1 0 1

Total 4 6 2 12

Table 12: Chi-Square Test on Team Members and Productivity

Value Df Asymp. Sig. (2-sided)



Linear-by-Linear Association .506 1 .477

N of Valid Cases 12


Researcher accepts H0 since p value is 0.605 which is higher than the level of significance of

0.05. Therefore, this shows that team members don’t have a positive relation or play a significant

role in influencing the productivity of employees at the plant facility.



4.5 Observation Study at Automated Frozen line of Sweet Corn Unit:

An observatory study was carried out to know the process flow and to find out delays and time

lags. Since 90% of the sweet corn frozen line is automated, researcher focused on the 10 % of the

process which was labor oriented.

Table 13 : Frozen Sweet Corn Processing Flow Chart

1 Receiving Of de-kernelled Sweet Corn

2 Vibration

3 Washing with Plain Water

4 Hopper

5 Rod Washer

6 Washing with Disinfectant

7 Blanching

8 Cooling

9 Vibration

10 Sorting

11 Freezing (IQF)

12 Metal Detection

13 Packaging in HDPE Bags with Liners

14 Weighning

15 Sealing (Stitching)

16 Labeling

17 cold storage

18 Dispatch

Figure 8: Current Process flow diagram of Frozen Sweet Corn Section



The frozen unit has a capacity of about 12 – 13 tons and on an average 1 ton is processed every

hour. Employees are mainly involved in the initial stages of washing and pouring the cleaned

sweet corn in the hopper and in the last stages of packaging (Filling) of frozen sweet corn in

gunny bags with a standardized weight of 31kg each and then transporting it to the -18 degree

cold storage for dispatch.

4.5.1 Researchers Observation Analysis:

During the washing process after raw sweet corn is passed through vibratory machine, it

is observed that water is manually filled in the large steel washer and the inlet is 3 meters

form the washer and very time employee has to get the hose from there to fill the tank as

well to close the hose. This actually consumes results in wastage of time and thus

researcher feel that the inlet water pipe should be very close to the washer just near

vibratory machine which can be done by getting the pipe concealed underground. This

would immensely result in time savings and better efficiency of the employees. Also

there is no drainage line nearby (closest is around 2.5 meters) and thus water is

accumulated near the washing area, which kind of makes it difficult for workers to work

efficiently as well as reduces their speed.

After washing the sweet corn, it is manually filled / collected in baskets and then poured

into the hopper. What researcher observed here is that since the hopper is at height of 8 ft,

employee has to climb the provided stairs to fill the hopper. This kind of approach

actually creates delays in the work flow and consumes lot of time. Thus researcher feels

that a separate semi automated storage tank (which can be raised through levers) should

be installed between the washing and the hopper unit, so that at a stretch employees can

feel the storage tank with washed sweet corn and then raise it with semi-automation till

the height of Hopper unit and tilt the raw washed sweet corn material in the hopper. This

would greatly reduce the work time motion.



After the frozen sweet corns are filled in the gunny bags, they are manually lifted by the

employee and carried to the weighing machine for weighing. This manual process of

lifting actually creates friction in the work flow and increases overall time. As the

employees are females, it becomes even more difficult to carry those each 31 kg bag to

the weighing station. Thus researcher recommends that a conveyor line should be laid

from filling point to the weighing station and continued to the stitching unit for

continuous work process, as mentioned below in the proposed layout plan. This conveyor

line would ease and increase the process efficiency as well as reduce employee’s

difficulty in lifting the bags, as they will just have to drag those bags along the conveyor

lines.

Packaging is the second last process in the frozen line of sweet corn process and since it

is manually operated, observation study has shown variation in time for every bag

packed.

A sample of ten bags randomly packed by different individual was taken into consideration to

analyze the process.

Figure 9: Comparison between Current and standard time for Stitching of sweet

Corn Bags

Packaging is carried out by stitching with hand held automated sewing machine

(weighing around approx. 3.5 kg) after bags are weighed individually. It involves first

23.68

16.28

0

5

10

15

20

25

Avg Current time Standard Time

Stitching time of Bag for sweet corn 31 kg (in seconds)



aligning the bag properly, then the upper both flaps of the bag are flattened manually and

then sewing machine from one end is held for stitching and since two times the bag is

stitched, the machine is again brought to its original position for stitching.

As from the above table, it is very much clear that the ideal time should have been not

more than 16.28 seconds but typically it is around 23.68 seconds, i.e. currently the

process of stitching bags takes 7 seconds more per bag.

o Also since the weight of the sewing machine is quite heavy, it actually reduces

employee’s efficiency over a period of time as well as results in pain in the upper

hand.

o Thus researcher recommends that the sewing machine should be fixed at an ideal

position and bags of frozen sweet corn after flattening the flaps should be dragged

through the middle of the sewing machine, which could be far easier and time

saving.

After packaging (stitching), bags are carried to the cold storage (-18 0 c), which is around

10 meters from the packaging station and sometimes bags are lifted manually and carried

in the ware house or through heavy duty trolleys. Both of this method are time consuming

and ineffective. Since the back end of the cold storage is very close to the weighing

station, researcher recommends that a automated conveyor system should be installed at

the back end and this conveyor should further be extended from the main entrance to be

directly dispatched in the temperature regulated vans. This way the entire process would

become more efficient and the overall time for loading and storing the finished good in

the cold storage as well as loading a van would reduce commendably.

Researcher also observed that after the cooling process (which takes place after blanching

process, check the layout), the refreshed sweet corns are carried on to the conveyor line

and at the end local water pipes with holes manually made in it are installed to replicate

sprinklers which do the work of removing stuck sweet corns on the conveyor belt. But

this arrangement is leading to lot of water wastage and thus researcher suggest (the issue

was raised with the concerned authority) that high quality sprinklers should be installed

in order to reduce water wastage.



4.5.2 Recommended Motion of Work Process for Frozen Sweet Corn line

After the detailed observation study of layout used in the company, researcher found few loop

holes which if implemented could make the process more efficient, as shown in the below

proposed layout. The proposed layout shows the movement involved in the work flow processes

involved. By providing a semi-auto mated storage tank to fill the hopper can considerably save

time and labor input as well as any accidents. Also laying out a conveyor line in the end

processes can help in making the process more efficient and hassle free.

Figure 10: Proposed Process flow diagram of Frozen Sweet Corn Section



CHAPTER 5.RECOMMENDATION / DISCUSSION

The results showed that correlation between age and productivity are significantly supported as

well as between distances travelled and productivity. Thus, it is clear that with increase in age

productivity diminishes, finding that is compatible with findings of Fred E. Meyers (1992) and

thus researcher recommends hiring younger employees to increase productivity. Also distance

travelled has a negative impact on the productivity of the employees and so company should

focus on increasing the intake / encouraging people from nearby vicinity to work at the plant.

One of the correlations explains that there is no significant relation between experience and

productivity, which indicates that the same job can be done by younger employees if given

proper training, as the process of de-husking the cobs is itself less complicated. Results of testing

the hypothesis on distractions and productivity, clearly indicates that amount of productivity

diminishes as the level of distraction increases. Thus researcher recommends that the plant

facility and work environment should be made conducive to the employees and should try to

minimize area of distraction (like for example, minimizing the inflow of other staff members not

related to the processing team from the entrance door which is closer to the de-husking facility).

The hypothesis testing through Chi Square analysis indicated that team members do not actually

contribute / motivate or encourage employees for higher productivity; in fact it should be the

other way, as per the findings of Imad Alsyouf (2007). Thus researcher suggests that more team

work should be created in order to increase efficiency and there should be a healthy competitive

environment for higher productivity, which syncs with studies at Hawthorne by Elton Mayo

(1924).

Results of testing hypothesis on impact of music through Chi Square Analysis indicates that

playing music at the processing plant does help workers in focusing on their work thereby

resulting in higher productivity. So researcher recommends that music should be played at the

plant as often as possible. Henry Clay Smith (1947) mentions that by playing music, the

productivity of repetitive job increases. Also it is believed that industrial music decreases

accidents as it increases morale and alertness of employees.



According to the studies by Elton Mayo (1924) and Marvin E. Mundel and David L. Danner

(1994), on the intensity of illumination in manufacturing industry, does not have any effect on

productivity, which is compatible with the researchers findings using Chi Square analysis.

Experimentation:

Through SPSS analysis, it was clear that there is strong relation between distraction level and

productivity. Thus researcher tried to validate this result and thus carried experimentation by

changing the places of the samples used for earlier observation study, wherein places of top

performers were changed with bottom performers and vice versa. Following table shows the

correlation analysis for the implementation.

Correlation impact on the productivity of employees by changing their current working

position

H0: Change in places of employees does not have any impact on their productivity.

H1: Change in places of employees does have an impact on their productivity.

Table 14: Correlations in productivity after changing places


of 0.05 (Level of Significance). Therefore, this shows that change in places does have an impact

on their Productivity. But it should be noted that the relation is very feeble and does not actually

prove that changing places do have a significant impact on productivity. Though through data, it

Productivity Productivity after

changing places

Productivity

Pearson Correlation 1 .764**


N 12 12

Productivity after changing

places

Pearson Correlation .764** 1


N 12 12




was noted that most of the bottom performers actually ended up having lesser productivity then

the average output.

The result clearly signifies as well as validates the researcher earlier data on level of distractions,

which had indicated that higher level of distraction results in lower productivity, i.e after

switching places of both bottom performers and top performers, it was observed that the average

productivity of the bottom performers was further decreased by 8.03%. One of the main reasons

was not distraction but was not getting used to the new place of work. Though the bottom

performers were closer to the weighing section, they were of the opinion that changing of places

have actually resulted in less time required by them to travel the weighing station. But as per the

data, it is not reflecting that they actually were able to take advantage of this opportunity, rather

they ended up having overall lesser productivity. Thus researcher indicates that lower performers

are actually not getting distracted by being in their original position but rather are more

productive comparing current changing of place.

While there was 1.75% reduction in the average productivity of top performers (which is quite

low) and overall it remained quite constant. This shows that being closer to the entrance of the

door does not have any significant effect on the productivity of top performers because of the

factors of distractions that researchers have observed except they had to travel more to get their

output weighed

This means that top performers while working are not actually getting distracted with the new

position allocated to them but at the same time there is reduction in the productivity of bottom

performers. This indicates that the bottom performers should not be shifted from their current

position. Though researcher feels that changing the places of the employees and observing their

productivity for a day does not guarantee accurate results and thus future extensive research

should be carried out to validate the data.

At the same time the researcher recommends that before implementing these results by the

company, the entire two lines of the de-husking stations should be observed before switching the

places of the entire two lines and the data thus recorded should be compared and analyzed to see

if there is any real relation as mentioned by the researcher.



Researcher indicates that one of the main reasons for huge variation in the productivity of

employees (i.e. from 18 kg – 45 kg) could be lack of established set minimum targets for the

employees to be achieved, which certainly if implemented, would increase productivity and

efficiency. Due to absence of minimum target and since payment is on the basis of output,

researcher have observed that many employees come to the plant with a mindset of having a set

figure in mind. Say for example if one of the employee feels that her need is of Rs. 150 only,

which means that the same employee would have an output of only 25 kg and would not try

harder for more output compared to top performers i.e. average 44 kg. Thus standards need to be

implemented to improve efficiency, because according to Konrad and Mangel (2000), strongest

productivity gains are found in companies that have a relatively high percentage of women and

professional employees. At the same time fixed time for reporting to work needs to be

implemented because variation in time for reporting to work directly affects productivity as

proved in one of the hypothesis.



CHAPTER 6: LIMITATIONS

Every research has limitations. Limitations of this study are:

1) As we discussed before, there are many factors affecting on efficiency of the employees. But

in this study because of time constraints researcher didn't examine all factors influencing their

behavior.

2) Since questionnaire was used as a data gathering tool in order to conduct semi structured

interview, the respondents may not answer the questions exactly according to what they think

and behave. Also because of them being aware that they are being observed while working, they

may actually try to improve their productivity as well as their speed. Thus researcher feels that

they should be observed without their knowledge.

5) The methodology of this study for analyzing the data may not be able to fully assess the

efficiency and behavior of employees based on discussed variables.

For future studies, researcher suggests that:

1) Researchers can examine other factors affecting as well explore their efficiency with extensive

researches.

2) By extending this study to other sections or plants, we can reach to better results and

understanding about efficiency of employees.

3) By assessing bigger plants like Ludhiana Plant of Field Fresh, researcher can reach to better

and more reliable analysis for research.



CHAPTER 7: CONCLUSION

In this study researcher examined some factors affecting / influencing employee’s efficiency in

the processing plant. A SPSS model was used in order to assess the effects of variables on each

other using Correlation analysis. Results of hypotheses testing indicated that distance travelled

by the employees and age of employees has negative effect on their productivity. Also, playing

music has positive effect on increasing efficiency of employees.

From the discussion, it can be concluded that the process efficiency can be improved, with the

combination of work process and time measurement and the changes of production layout; it will

improve the current work process. These modifications can be made by eliminating the wasted

time and reduction of the Non Value Added work. The observational study of current layout is

carried out to study the performance in lean perspective and modifications in the layout have

been made. A proposal of slope to be constructed connecting the de-husking section to the cold

storage and the same at the finished goods end would result in more efficiency and saving in

time by 26 minutes for every 48 crates.

In terms of de-husking of baby corn, company should try to bring down the current processing

time from 22 minutes to standard time of 17 minutes by setting fixed targets to be achieved as

well as some control over reporting time to work. Playing of music at work place needs to be

implemented in order to make employees more focused towards work and less distracted. Also

making arrangements for making their travelling easy would result employees reporting to work

on time.

The objective of this study is achieved by the application of Study Time and movement, a

process that is human can be identified and the standard can be determined. In addition, positive

changes that occur can also be observed and concluded that the reduction in waste and time can

be reduced in line with efforts to increase production of the company.

Time and motion study as well as observational analysis also identified better efficient

processing line for the frozen sweet corn line as mentioned in discussion and through proposed

layout plan.



It can be concluded that time and motion study is an effective tool for identifying the processing

wastes. In order to improve the process and work place, company will need to implement the

Motion and Time study and Plant Layout techniques, emphasized in this project. With these

techniques, the workers will be completing their various responsibilities faster and more

efficiently. Thus, this will increase both productivity and the quality of their work. The best way

to succeed in any business is continuous improvement.



8. BIBLIOGRAPHY

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Irwin.



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10. ANNEXURE

10.1 Questionnaire

Name of the Employee-

Age - Experience- Avg. Output (based on two months data) -

Skill Set

No of steps to de-husk cob: Speed: High Medium Low

Posture

Straight Leaning Laidback

Mode of Practice

How well the motion of work is: Excellent Average Poor Any Innovative approach:

Family Info / Household

earning/Travelling distance

No. of earning Members: Total household income: Distance of travelling: 1-2.9 km 3 – 5.9 km 6 and above

Problems Faced while working/

work culture

Level of Distraction : High Medium Low

Motivation Factor

Impact of Music Yes Maybe No

Impact of Supervisor on work

flow Yes No

Impact of Team Members Yes Maybe No

Observation

Hand / Eye Movement: Synchronized less synchronized Space utilization: (Area Set up/ Basket arrangement ) Illumination: Good Poor Note:

kevin vyavahare_project report

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